Structured Problem Solving Theory 1
A Simple Theory UnderlyingStructured, Problem-Solving
Methodologies
– ASIT, TRIZ, USIT and Others
Ed Sickafus, PhD
Structured Problem Solving Theory 2
They way we think duringstructured-problem solving differs
from the way it is taught.
Understanding this difference andhow we use our mental resourcescan aid our innovative application
of structured methodology.
Structured Problem Solving Theory 3
Structured problem-solving methods arelogical and organized while our natural
thinking is not.
Assumption
A cause of methodology complexity is itslogical idealization as compared with our
natural method of thinking.
Structured Problem Solving Theory 4
Although neither organized nor logical,natural thinking has resources often
overlooked.
Assumption
Our innovative problem-solving skillscan be improved with more natural
thinking and the use of all our thinkingresources.
Structured Problem Solving Theory 5
We will examine
• natural thinking,
• thinking resources
• innovation ,
and their relation to how we mentallyexecute structured problem-solving.
Structured Problem Solving Theory 6
Two halves of our brains think
Both perform reasoning,remembering, communication, andproblem solving. But they do themdifferently and share their results.
Example:
One is better at logic and the otherbetter at understanding metaphors.
Structured Problem Solving Theory 7
LH and RH simultaneously receivethe same sensor information butprocess it by their own protocols.
Each is aware of the other throughthe joining corpus callosum.
How they think is unknown.
Structured Problem Solving Theory 8
LH usually controls language and logic.
Technologists are considered to beinfluenced more by their LHs andartisans more by their RHs.
RH is better at visualization of spatialrelationships and use of metaphors.
Structured Problem Solving Theory 9
Problem solving in dreams
History has many tales oftechnologists being stymied by aproblem for long periods, thendiscovering the answer metaphoricallyin a dream.
Is this RH finally being heard?
LH RH
Structured Problem Solving Theory 10
LH RH
RH analyzes spatial informationbut can’t verbalize its results.
Try describing a spiral staircase whilesitting on your hands.
Psychologist David Galin
Structured Problem Solving Theory 11
Definition of a creative person
“ … someone who can process innew ways information directly at hand– the ordinary sensory data availableto all of us.” Betty Edwards, PhD
= one having a new point of view.
LH RH
Structured Problem Solving Theory 12
Herein, thinking refers to theconscious and subconsciousprocesses used in problem solving.
We are aware of the conscious, wecannot know the subconscious.
Conscious
Subconscious
LH RH
Structured Problem Solving Theory 13
While we cannot know the activitiesof our subconscious we can, throughintrospection, make useful deductionsabout thinking and use them toengage best practices for innovation.
Conscious
Subconscious
LH RHThis requireslanguage –an LH trait.
Structured Problem Solving Theory 14
Our natural thinking is unorganizedand uncontrolled.
It is at times logical, other times illogical.It can be rational and whimsical.
It jumps uncontrollably between differenttopics interrupting concentration.
It pulls together unusual objects andfunctions creating wholly new concepts.
Structured Problem Solving Theory 15
Communication of problem solvingis orderly,
like this …
Definition SolutionAnalysis
Structured Problem Solving Theory 16
Thinking while problem solving isnot orderly.
It is not like this …
nor this …
Definition SolutionAnalysis
Definition Analysis
Solution
Structured Problem Solving Theory 17
Typically, we begin with aninstantaneous, intuitive, solution concept.It is tested and modified iteratively asnecessary for acceptance or rejection.
Definition simplifies / Analysis clarifies
IdeaSolutionAnalysis
Definition Solution
DefinitionAnalysis
IdeaIdea
Idea
Structured Problem Solving Theory 18
From this observation we learn that inour natural mode of thinking, whileproblem solving,
the content of structure is importantnot its order.
LH RH
Structured Problem Solving Theory 19
Communication must be organized
Organization is a heuristic forcommunication not for thinking.
We think disorganized thoughts butmust organize them forcommunication – a tedious process.
Several types of thinking have beenidentified with tendencies for LH and
RH preferences.
Structured Problem Solving Theory 20
Understanding metaphorsKeeping time
MusicHigher-order mathematics
Experiencing & expressingemotions
Holistic processing
Reading facesSymbolic relationships
Discrimination of shapesSkilled movement
Copying of designsLanguage skillsRight HemisphereLeft Hemisphere
Structured Problem Solving Theory 21
Summary of our thinking traits
NonverbalSyntheticActual, realAnalogicNon-temporalNon-rationalSpatialIntuitiveHolistic
VerbalAnalytic
SymbolicAbstract
TemporalRational
DigitalLogicalLinear
LH RHNon-verbal cognitionForm whole thingsRelating to the presentUnderstand metaphorSpace more importantSuspend judgmentHow parts go togetherLeaps of insightSee overall pattern
Structured Problem Solving Theory 22
To maximize our creative thinking(not communication) we need tosubdue LH’s logical reasoning whileencouraging RH’s metaphoricalthinking.
Structure and language are the toolsof logical communication.
Image and metaphor are the toolsof creative thinking.
Structured Problem Solving Theory 23
A flowchart is not needed, it is tooorganized and works againstunregulated random thinking.
A simple model of consciouslyseeding the subconscious can beused instead.
A model
Structured Problem Solving Theory 24
Consciously seed the subconsciouswith verbal and graphic metaphors
Subconscious
Conscious
Solution
Analysis
Definition
Intuitiveconcepts
METAPHORS
Structured Problem Solving Theory 25
Intuitive concepts are of two types:
• Instant recall of past experience --known problems;
• Recall of experience that approximatesthe given problem.
Innovation requires new and unusualassembly of parts with leaps of insight.
Structured Problem Solving Theory 26
Problem situations arise as collections ofobjects, attributes, functions, unwantedeffects, causes, and extraneousinformation, which we must identify, sort,cull, and minimize – logical thinking.
Object – Attribute
Unwanted Effect Attribute – Object
Object – Attribute
Extraneous Information
Structured Problem Solving Theory 27
Goal of DEFINITION
… to reduce a problem situationconsisting of objects, attributes,functions, unwanted effects,extraneous information, andimages …
to a well-defined problem
Structured Problem Solving Theory 28
Well-defined problem-- rational and logical
Simplify:
Sort, cull, and minimize
Generify:
Use verbal and graphicmetaphors.
New perspectiveinnovative insight
DEFINITION
Input:Objects, Attributes, Functions, Unwanted effects,Extraneous information, Images
Structured Problem Solving Theory 29
Graphic of a well-defined problem:
O – AU Am – O
O – A
Two active attributes support a functionor an unwanted effect.
One U,
Two causal A’s,
One affected Am,
Subdued O’s
Structured Problem Solving Theory 30
Goal of ANALYSIS
… to identify root causes forclarification of a problem through itsphenomenology.
… and to generatenew and effective insights.
A tool
Structured Problem Solving Theory 31
ANALYSIS
findingplausible
root causes…
Unwanted effect
Object A Object B
AttributeCauseEffect
CauseEffect
Attribute Attribute
Attribute… whilecreating
metaphoricalseeds
Structured Problem Solving Theory 32
Problem Definition and Analysis
Candle
Flame
Light
A simple model for how to invent
Problem SituationOur Company
makes candles. Itis loosing market
share and needs abetter product in
order to compete.
Structured Problem Solving Theory 33
Pick an unwanted effect,it defines the problem
Candle
Flame
Light
An Unwanted Effect
- an improved function
or
- a new function
UE = “Insufficient light”
Structured Problem Solving Theory 34
Simplify to two objects in contactcontaining the problem
Candle
Flame
Light
UE = “Insufficient light”
Flame
Candle
Analyze & model for clarity
Structured Problem Solving Theory 35
O – A
U Am – O
O – A
Simple model:
Flame – Temperature
Insufficient light Visibility – Table
Fuel – Rate of combustionTwo objects
Flame
Fuel (genericname for candle)
Structured Problem Solving Theory 36
Analyze & modify
Plasma – Temperature
Insufficient light Visibility – Table
Fuel – Rate of combustionTwo objects
Flame
FuelTime
Dim Bright
Structured Problem Solving Theory 37
Analyze & modify
Plasma – Temperature
Insufficient light Visibility – Table
Fuel – Rate of combustion
Attribute raisesquestion of whatdetermines rate?Takes us to the nextlevel of insight.
Plasma
Fuel vapor
Liquid fuel
Solid fuel
Wick
Structured Problem Solving Theory 38
Solution strategies need to be
• simple,• graphic, and
• metaphorical with
minimum structure,expressed generically
Structured Problem Solving Theory 39
Goal of SOLUTIONIs to resolve an unwanted effect.
There are 3 solution strategies
• Utilization
• Nullification
• Elimination
Structured Problem Solving Theory 40
The 3 Generic Solution Strategies:
1. Utilization
A( U = F) A
A
U becomes a function, F
(Examine space/time dependence)
Structured Problem Solving Theory 41
2. Nullification
AU A F – A
A
A new function is introduced, F,to counteract U.
Structured Problem Solving Theory 42
3. Elimination
A( … )
A
Deactivation of a causal attribute(Decouple interaction of objects)
Structured Problem Solving Theory 43
Mental attitudes forsimplifying problem solvingand encouraging moreinnovative solutions byengaging RH metaphoricalresources …
METAPHORS
Structured Problem Solving Theory 44
• Recognize that order and logiccan encourage LH-logic versusRH-metaphorical thinking.
• Use structure as a heuristic notas a necessity.
• Components not order ofstructure are important.
METAPHORS
Structured Problem Solving Theory 45
• Use simple sketches to engageRH metaphorical thinking.
• Match verbal descriptions withgraphic expressions.
• Suspend judgment of ideas inorder to encourage intuitiveleaps of insight.
METAPHORS
Structured Problem Solving Theory 46
• Simplify a problem to a singleunwanted effect and minimize thenumber of objects in order toenable a holistic view of a problem.
• Seed the subconscious withverbal metaphors.
• Start with solutions.
METAPHORS
Structured Problem Solving Theory 47
• Iterate between solution, analysis,and definition in steps rather thancomplete one before moving on.
• Search concepts at every step.
• Follow your inspiration.
The goal of a methodology is tospark new concepts from newviewpoints.
METAPHORS
Structured Problem Solving Theory 48
By understanding how we think, and
by motivating metaphorical
participation of both brain
hemispheres in problem solving, we
can learn, practice, and teach
problem solving with innovative
effectiveness.
Structured Problem Solving Theory 49
With language we search the depthsof our rational thinking.
With metaphor we search the depthsof our imagination.
Together they inspire insight andinnovation.
Ed Sickafus2006
Structured Problem Solving Theory 50
To be creative
U-SIT
and thinkIntegrate logic and metaphors
Ed Sickafus2006
METAPHORS